Critical Reflection on Module Learning and Presentation Showcase

At the start of the trimester, I set two goals for myself in this module – 1) to overcome the fear of speaking in front of large crowds and, 2) to better understand the thoughts of others through the various lessons and theories. Personally, I feel that I would have achieved both the goals that I have set.

I was able to present a number of times in front of my peers in class, and once in front of the entire cohort without feeling too nervous and was able to finish the parts that I was presenting with confidence. This is an achievement that does not come easy due to the numerous practices sessions I have had with my team but I am glad to overcome this fear in this trimester. In addition, the models taught in this module (especially transactional model of communication) has allowed me to better understand the barriers that lead to communication breakdown and the things that one can do to facilitate communication and prevent them from happening.

Being given the opportunity to present at the presentation showcase has been an unforgettable experience. Although my team did not win the showcase, it has allowed me to gain a better feel and understanding to be presenting in front of large crowds – all while imitating a business firm working towards inclusivity among various groups of people, especially the People with Disabilities (PWD). Not only was I able to practice what I was taught, I was also able to apply what I have learned during my self-study sessions to ensure a smooth delivery during the showcase. Compared to my in-class presentations, I was given feedback on the speed of my presentation as well as the non-verbal movements that I was making which may be deemed distracting to some. Taking this into consideration, I practiced staying rooted and only moved at times required to provide an impression, all while slowing down on my speech. This has allowed me to deliver a better presentation during the showcase.  

Overall, I am glad that this module has given me the opportunity to know my peers better and the various working styles and methods that they may have. This will allow me to be more sensitive in my thoughts and actions in the future.

Thank you.

[FINAL] Service Excellence Problem - Cast Study Synopsis

Title: Enhancing the Service Provided to People With Disability during the Check-in Process

1.0 Introduction

While someone who is physically capable may find wheeling two suitcases cumbersome, imagine how a person with mobility impairment would feel when wheeling himself and his suitcases up a hotel lobby. Due to the rise in travel by People With Disabilities (PWD), this report aims to improve the Front Office (FO) service provided to PWDs in the hotel industry (Open Door Organisation, 2015).

1.1 Workplace Context

With the year-on-year increase in international tourist arrivals (United Nation World Tourism Organisation (UNWTO), 2018), PWDs make up a portion of the travel market. However, there remains many impediments and barriers of all kinds that may hinder their access to tourism services. This is supported by Darcy and Pegg (2011) who mentioned that in cases where PWDs cannot find a suitable accommodation to meet their access needs, they would change their destination choice or simply not travel.

The World Bank (2018) estimated that 15 percent of the world’s population experience some form of disability while UNWTO (2018) reported that in the upcoming years, disability would be an even greater concern due to ageing population. Even with the potential rise in PWDs, past researches have identified that the needs of PWD are not being met to the same magnitude as compared to the people without disabilities (e.g. Darcy, 2002; Tutuncu, 2017). Furthermore, Groschl (2007) concluded that the PWD market is often overlooked as an essential component of hotel operations. Thus, by honing employees with the knowledge to perform empathetic service, FO employees will be able to align their practices and services to the needs of PWDs.

1.2 Thematic Focus

As customer service is vital in the hotel industry, this report will focus on the check-in process and the services provided for people with mobility disability at the front desk.

2.0 Problem Identification

Being the first touchpoint in a hotel establishment, it is crucial for FO employees to create a lasting and positive impression for guests. However, it was observed that current practices and behaviours exuded by FO employees did not meet the needs of PWDs. This was suggested by Darcy and Pegg (2011) who mentioned that employees may be unsure on how to interact with PWDs due to the lack of experience in assisting them. These may come in the form of wrong terminologies used and insensitive actions of the employees.

Figure 1: Transactional Model of Communication

Additionally, this problem can be identified as a gap in the transactional model of communication where messages are encoded and decoded differently by the FO employees and PWDs. With reference to Figure 1, the “noise” depicted may come in the form of poor observation and listening skills. Ultimately, this may result in communication breakdown and poor service delivery.

Moreover, facilities used in the lobby such as high front desk counters are not specifically catered to PWDs (Tutuncu, 2017). As such, they may feel less valued during the check-in process.

3.0 Purpose of the study

The purpose of the study is to allow the Director of Rooms (DOR) to better understand the difficulties faced by PWDs. This will allow the DOR to implement changes and provide training for FO employees to improve on their service delivery standards.

4.0 Proposed Solutions

4.1 Training Programme

In order to resolve the problems identified as per aforementioned, a training programme will be developed to cover the aspects of service deliveries within various hotel departments. It will also be incorporated into the existing set of SOPs to ensure that FO employees are well-versed in assisting PWDs in a sensitive and proactive manner. Lasting over a period of four weeks, the L.O.V.E. model will be adopted to inculcate service excellence. The focal point for the first series is the FO function.

Firstly, “L” and “O” refer to “Listen” and “Observe”. FO employees must actively listen to the needs of PWDs and provide them with the required service. Additionally, they should also observe PWDs’ nonverbal cues to determine if they require additional assistance. These includes facial expression, body language, and tone of voice.

Secondly, “V” refers to “Value”. This aspect highlights the importance of FO employees providing priority service for PWDs when required. Furthermore, the choice of words used when conveying messages are extremely important; this may be identified as using the right terminologies such as “People with Disability” instead of “disabled” or “crippled”. In doing so, the check-in experience of PWDs will be enhanced.

Lastly, “E” refers to “Empathise”. Inaccurate nonverbal cues may come off as rude and insensitive to PWDs. Therefore, FO employees should be empathetic and understanding towards the challenges faced by PWDs. This will encourage them to go the extra mile in offering comfort. Hence, by practicing L.O.V.E. in all situations, the FO employees will be able to provide PWDs with an excellent and pleasant check-in experience.

4.2 Availability of Accessible Facilities

Besides the service provided by the employees, the availability of accessible facilities will also determine the satisfaction level of PWDs. As in-depth planning and strategic financial management are required to alter the infrastructure of a building, hotels may wish to incorporate the solution into its long-term development plan. This may include proper design and development of accessible facilities to accommodate to the needs of PWDs, thus enhancing their overall experience.

5.0 Benefits

Improving service delivery and accessibility for PWDs within hotels will reap numerous benefits. Firstly, creating an inclusive environment will allow them to feel acknowledged and valued. With their needs met, it will create a higher sense of belonging which may encourage them to travel more.

Next, catering to this group of travellers will also create a positive brand image and reputation for hotels. By providing accessible-friendly facilities, hotels will be able to differentiate themselves from their competitors. Apart from being the ideal choice for PWDs, it will also increase their recognition for good practices which may in-turn attract guests who are strong advocators of inclusivity (Kim, Stonesifer & Han, 2012).

Lastly, tapping on this lucrative market will eventually lead to an increase in economic benefits. It was reported by Open Doors Organisation (2015) that the PWDs travel market has a greater impact than ever on the industry. With an increase in PWDs travelling for business or pleasure, the amount of money spent by adults with disability also rose from $13.6 billion in 2002 to $17.3 billion in 2015. Additionally, it suggests that the economic impact of PWD is doubled to $34.6 billion as they would usually travel with one or more adults.

6.0 Data Collection

The data for this report were collected through both primary and secondary sources. Primary data were collected from three team members who have previously encountered similar situations in the FO. Their prior experience have helped to identify the problem faced by PWDs at check-in counters. To gain a deeper understanding, secondary data were collected from credible academic journals and online sources. These sources allowed the team to understand the importance of PWDs, the challenges faced by them and the various methods hotels can adopt to meet their needs.  

7.0 Conclusion

With the potential increase of PWDs, it is imperative for hotels to plan ahead and anticipate the needs of this market. While alterations to the facilities is part of the long-term goal, training programmes can be looked into to improve the hotel’s service deliveries. These training programmes will nurture FO employees to perform proper etiquette and quality service by having the right knowledge, attitude, and behaviour, ultimately improving PWDs’ check-in experience.

8.0 References

Darcy, S. (2002). Marginalised participation: Physical disability, high support needs and tourism. Journal of Hospitality Management, 9(1), 61-72

Darcy, S., & Pegg, S. (2011). Toward Strategic Intent: Perceptions of disability service provision amongst hotel accommodation managers. Journal of Hospitality Management, 30, 468-476.

Gröschl, S., 2007. An exploration of HR policies and practices affecting the integration of persons with disabilities in the hotel industry in major Canadian tourism destinations. International Journal of Hospitality Management, 26(3), 666-686

Kim, W.G., Stonesifer, H.W., & Han, J.S. (2012). Accommodating the needs of disabled hotel guests: Implications for guests and management. Journal of Hospitality Management, 31, 1311-1317.

Open Doors Organisation. (2015, July 31). Cision PR Newswire. Retrieved from Disability Travel Generates $17.3 Billion In Annual Spending: https://www.prnewswire.com/news-releases/disability-travel-generates-173-billion-in-annual-spending-300121930.html

The World Bank. (2019). Disability inclusion. Retrieved from The World Bank: https://www.worldbank.org/en/topic/disability

Tutuncu, O. (2017). Investigating the accessibility factors affecting hotel satisfaction of people with physical disabilities. Journal of Hospitality Management. 65. 29-36

United Nation World Tourism Organisation. (2018, August 27). UNWTO Highlights Confirm Another Record Year in 2017. Retrieved from UNWTO: http://www2.unwto.org/press-release/2018-08-27/unwto-highlights-confirm-another-record-year-2017